Transcription of Performance Reporting to Boards: A Guide to Good Practice
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Performance Reporting to Boards: A Guide to Good Practice
Performance Reporting to Boards: A Guide to Good Practice31 Preface42 Who should read this report43 Introduction54 The principles of financial and business reporting65 The characteristics of good information66 Transparency97 Key Performance indicators118 Information systems119 The CIMA SEM initiative1210 Applying the principles1211 Performance Reporting a checklist1312 Case study 1: extracting value from data supporting14the board at DHL UK13 Case study 2: Metapraxis an early-warning support17system for directors at Tomkins plcReferences/further reading19 Writer: Danka Starovic Production editor: Neil ColeDesigner: Adrian TaylorPublisher: the Chartered Institute of Management AccountantsInquiries: (tel: 020 8849 2275)Other executive guides are available at post-Enron discussions aboutcorporate governance have focusedalmost exclusively on theresponsibilities of directors and thestructure of boards. This is hardlysurprising after all, a company ssurvival ultimately depends on theeffectiveness of its board sdecision-making processes.
large public organisations and very large private companies. The scope of information flowing through the company to the board, and then from the board to the investors, will have to be broadened. Companies need to ensure that they have systems in place that can generate and collect such data, as well as processes and people capable of
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